11 Emotional Intelligence Self-Assessment 11 NOW COMPLETE THE SELF- ASSESSMENT QUESTIONNAIRE WHICH IS DESIGNED TO GET YOU THINKING ABOUT THE VARIOUS COMPETENCES OF EMOTIONAL INTELLIGENCE AS THEY APPLY TO YOUR LIFE

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13 Strategies for Improving Your EQ Now that you have completed the EQ test Pick an EQ area to work on (e.g. Self Awareness) 2. Pick 3-4 strategies to work on 3. Exercise Action Plan 4. Track changes over time, expect small wins, practice, get feedback from your kitchen cabinet, continue your path to success but be patient Source: Emotional Intelligence 2.0, Bradbury T and Greaves J, Talent Smart, San Diego 2009.

14 Strategies for Improving Self-Awareness Don t treat emotions as good or bad they are there for lessons learned 2. Observe the effect your emotions have on others especially the unstated ones 3. Learn for your discomfort don t let it smoulder and don t ignore it 4. Become physically aware of your emotions you can understand them better 5. Know what buttons are pressed to set you off 6. Watch yourself slow down and use your cognitive skills to stand away from yourself and understand your emotions when they arise

15 Strategies for Improving Self-Awareness # Diarise them and work thro behaviour changes 8. Make decisions while understanding the emotional impact they may have. Good or bad moods can fool you. 9. Ask why you are doing something 10. Understand and check your values you can get caught up in the challenges of work and forget your values 11. How you feel is how people see you 12. Get Feedback especially 360º 13. Know how stress affect you 14. See your emotions in the pictures, drama etc. Source: Adapted from Emotional Intelligence 2.0, Bradbury T and Greaves J, Talent Smart, San Diego 2009.

16 Self Awareness and Emotional Intelligence 16 High Self- Awareness 83% of people high in selfawareness are top performers Conversely, 20% of bottom performers are also high in self-awareness Source: Emotional Intelligence 2.0, Bradbury T and Greaves J, Talent Smart, San Diego 2009.

17 Strategies for Improving Self-Management Shallow breathing handicaps your self-management 2. Create an emotion versus reason balance sheet 3. Share your goals most people will help/support 4. Count to ten and/or sleep on it 5. Get support from people who are good at this 6. Try and laugh more and have fun 7. Set time aside for reflection and problem-solving 8. Talk to yourself don t beat yourself with mistakesthey are lessons learned-take accountability

18 Strategies for Improving Self-Management # Visualise success 10. Get better sleep, avoid stimulants such as coffee after midday, manage alcohol etc. 11. Focus on what you can do/achieve rather than the opposite 12. Ensure body language is in sync with your words 13. Get help from someone not emotionally invested 14. Everyone can offer lessons learned 15. Find time to be healthy 16. Find time to focus on the things you can change Source: Adapted from Emotional Intelligence 2.0, Bradbury T and Greaves J, Talent Smart, San Diego 2009.

19 Strategies for Improving Social Awareness Greet people by name 2. Watch your non-verbal communication 3. Ask questions at the right time 4. Always have filler questions when the conversation is empty 5. Careful with notes at meetings watch the contexts, meanings etc. 6. Anticipate social gatherings and prepare your mind 7. Listen, don t interrupt, look at others when you respond thoughtfully 8. Live in the moment for improved social awareness

21 Strategies for Improving Relationship Management Curiosity made the cat wiser, more worldly. Be open 2. Enhance your natural style don t use a forced one 3. Try and avoid mixed signals 4. Small things like politeness improve relationships 5. Respect others, be open to learning 6. Take and give feedback well 7. Build and give trust 8. Acknowledge others and their feelings

22 Strategies for Improving Relationship Management # Genuine open door policy 10. Get angry purposefully and to the right degree 11. Deal with the problems with others 12. Show you care 13. Explain decisions 14. Feedback should be direct, constructive and useful 15. Align your intent with the outcome 16. Bring a solution to a problem situation 17. Deal with the tough conversations Source: Adapted from Emotional Intelligence 2.0, Bradbury T and Greaves J, Talent Smart, San Diego 2009.

24 Goleman s Leadership Styles based on Emotional Intelligence Competencies 24 The Coercive Style The Authoritative Style The Affiliative Style Do what I say Suitable for certain situations and people Can inhibit motivation team effectiveness etc. Source: Adapted from Goleman 2002

25 Goleman s Leadership Styles based on Emotional Intelligence Competencies 25 The Coercive Style The Authoritative Style Directive approach Allows freedom to choose best way Goals set by leader Works in some change situations, reconstruction The Affiliative Style Poor choice when working with competent people, unless special Circumstances apply

26 Goleman s Leadership Styles based on Emotional Intelligence Competencies 26 The Coercive Style The Authoritative Style The Affiliative Style Do what I say Suitable for certain Situations and people Can inhibit motivation Team effectiveness etc. Directive approach Allows freedom to choose best way Goals set by leader Works in some change situations, reconstruction Poor choice when working With competent people, unless special circumstances People come First Good for building teams Focus on praise Improves harmony, morale etc. Can allow poor performance linger or flourish Lack of clear vision and goals will worsen the problem as staff have poor understanding of strategy Source: Adapted from Goleman 2002

27 Goleman s Leadership Styles based on Emotional Intelligence Competencies 27 The Democratic Style The Pacesetting Style The Coaching Style Great for improving staff sense of involvement Builds flexible teams Generates fresh ideas, new approaches Can lead to perception of leaderless organisation, no decisions etc. Price sometimes endless Meetings Requires consideration in its use Source: Adapted from Goleman 2002 M

28 Goleman s Leadership Styles based on Emotional Intelligence Competencies 28 The Democratic Style The Pacesetting Style The Coaching Style Sets high performance Standards Personal examples of standards Works with self-motivated, competent people Some resent tendency of leader to take over Some staff are overwhelmed Source: Adapted from Goleman 2002

29 Goleman s Leadership Styles based on Emotional Intelligence Competencies 29 The Democratic Style The Pacesetting Style The Coaching Style Great for improving staff sense of involvement Builds flexible teams Generates fresh ideas, new approaches Can lead to perception of leaderless organisation, no decisions etc. Price sometimes endless Meetings Requires consideration in its use Sets high performance standards Personal examples of standards Works with selfmotivated, competent people Some resent tendency of leader to take over Some staff are overwhelmed Focuses on personal Development Works with people who see a need for development Limited with people who resist change Requires time commitment Difficult to manage with performance issues. Source: Adapted from Goleman 2002

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